This sounds like an obvious thing, but bear with me, because I have a motivating anecdote: If your firm has two products A and B, and B is clearly better for the customer, and the customer is trying to purchase A, suggest B and tell them why it is better.
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But I have had this argument at US tech companies, too, and *there* the argument is usually someone with an engineering background on the product team saying "Well if the customer *wanted* B they would be trying to buy B but they're trying to buy A, so we should respect that."
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And respect that! Sure! If I tell you "Actually no your math is wrong and/or your assumptions do not account for my edge case and/or I enjoy paying more for inferior services because my name is The Joker" then let the transaction go ahead w/o more than a click or sentence.
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But crikey, this feels like a really sucky user experience to be actually living right now. Fixing it commits me to canceling one transaction and starting another (very much a timesuck over a holiday) and now every time I use A I'll be fuming at poor decisions at the bank.
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And right now you're asking "Hey Patrick how can a product both be lower cost to you *and* more lucrative to the bank" and the answer is "This is common in finance but a detailed explanation makes A, B, and the bank easily guessable and tweeting those has non-zero social cost."
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End of conversation
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One response is, they want A, they get A, if you push B, they might go for nothing rather than experience the cognitive load. Or, "Don't get in the way of your own sale".
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An actual *bad* choice, where the thing being purchased _will not service the need_, is a different story. That can have consequences.
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No one likes learning new tooling. Does the A->B sales funnel include 1) conversion of all your data and 2) some modicum of handholding?
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This, for the record, also holds true for any kind internal LOB software that people have become utterly dependent on. We replaced whole classes of terminal applications with web apps -- lower TCO for tech, users could use (gasp) their mouses.
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Here are a few more: Contractual, where residual sales are needed before decommissioning; Training/accreditation, where some financial products and those who sell them need a little bit extra; Incentive alignment, not yet adjusted for new product; Awareness/implementation delays.
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